Looking at their style of eliciting commitment and ensuring control, one can see that employees are not stringently monitored on the use of their time, and they are autonomous in this respect. They are encouraged to learn. Those who are more experienced willingly coach neophytes; as training skill is one of the appraisal criteria. As in the case of Wayne, a handful of employees are personally engaged in driving their learning. Employees who have a high need for achievement ate not risk takers and tend to set goals that are challenging enough to be interesting but low enough to be attainable. Employees with a high need for achievement need recognition and want their achievements to be noticed (Arnold, Cooper, & Robertson 23). There is strong Japanese management involvement, and their vision is for the company to be differentiated by the quality of its people and their thinking. The Production Director himself advocates innovation and free expression of opinion. The role of the Production Director is critical and his transformation leadership goes a long way. Apart from the working time, he is open to the norms of his English employees and does not impose his own set of beliefs on them. From the normative view point, leaders go beyond the development of a common vision; they value the human resources of their organizations. They provide an environment that promotes individual contributions to the organization’s work. Leaders develop and maintain collaborative relationships formed during the development and adoption of the shared vision. They form teams, support team efforts, develop the skills groups and individuals need, and provide the necessary resources, both human and material, to fulfill the shared vision (Tichy & Devanna 52). Personnel is perceived as a conscience and a channel through which valid grievances may be aired. In such cases, management is â€ready to step down†to admit the fault or shortcoming. This is not the case in unionised environments. In the latter, the transactions are impersonal since the union is used to represent the person †and that person-to-person interaction, which is very important, gets lost. ACME’s set-up requires a high degree of management maturity. It is good for ACME to promote this notion of HR merely as an arbiter, and not as â€policeâ€. The company operates with the thinking that â€people will deliver given the opportunity and the correct guidance and disciplineâ€. The company perceives that there is still a need for control if they were to expect optimal performance from employees. The young employees of the company are accorded with opportunities to â€show-off†their capability to think critically and to interpret. These initiatives build these individuals’ self-esteem, and they thrive in such an environment. Managers have grown naturally in this kind of environment, and yet one setback is the complacency about how they have done things. From the normative point of view, experienced meaningfulness is elicited by the job characteristic of skill variety, task identity, and task significance, it is determined when an individual perceives his work as worthwhile or important by some system of value he accepts (Woods 29). Thus, that ACME provides this environment of continuous learning is commendable. This is also a very strong retention strategy.
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